Works
- Leadership and strategic change under ambiguity, Organization Studies 17(4), 673 to 699, 1996
- Boundary work among groups, occupations, and organizations: from cartography to process, Academy of Management Annals 13(2), 704 to 736, 2019
In Organizational Structures
Known for
Process studies of strategy and change in pluralistic organizations such as hospitals, and of boundary work.
Ideas
Leadership constellations under ambiguity. With Denis and Cazale, suggested from a longitudinal case of a large public hospital that strategic change where goals are unclear and authority is fluid needs collaborative leadership by a constellation of actors, that such leadership is fragile, and that radical change may come in cycles of substantive change and political realignment. Caveat: One case study, of one organization.
Boundary work. With Lindberg, Mørk, Nicolini, Raviola, and Walter, identified competitive, collaborative, and configurational boundary work and argued that boundary work supports a processual view of organizational design as open-ended and continually becoming. Caveat: A review, with no new data.